Integration and Utilization of Management Science Activities in Organizations^†

Abstract

A large-scale field study was undertaken to attempt to improve our understanding of the experiences of operational research and related management science (OR/MS) activities in U.S. industries. Multiple interviews were conducted in 66 major firms. An initial analysis of the data suggests several parameters which might be important to the success of management science activities and which researchers may wish to consider in future efforts at theory building. Examples of such factors are: background of the OR/MS leaders and analysts; succession of leaders; amount of OR/MS exposure in the firm; extent of computer usage in the firm; organizational location; project missions; top management relations; client relations; staff relations; personality conflicts. Selected cases are presented to illustrate the interaction of many of these factors in the reported experiences of several firms. Interface relations are examined with special attention given to data collection and implementation problems. The increasing usage of liaison roles is noted. Further studies are being conducted to compare these U.S. experiences with those of OR/MS activities in other countries.